MAI is a high-end fashion photographic production company with its main offices in London, Paris and Rome. I was engaged to develop a business strategy and long-term solution for an owner-occupied product that was struggling to fulfil its potential.maiproductions.com

My own company to facilitate my working with creative business that had become distracted (or burdened) by management duties diverting them away from their core product. I would work alongside company boards and their team’s to challenge the status quo and to generate new, individual strategies and solutions. t3m would work within the team (as the 3rd man) to help deliver the agreed changes that would make the difference. T3M Client Base:MAI - Mascioni Associati International Ltd maiproductions.comBig Sky Studiosbigskylondon.comA new photographic studio complex in central London which required strategy review due to losing direction and being in financial trouble. Actions included:Introduction of stronger financial and general management operating disciplines. Restructured the financing and shareholder structure.Sales driven customer focused strategy. Targeted marketing to key client opportunities.Refocused and motivated the team to deliver the new company vision.Introduced in house food offer.Acquired and expanded the studio’s to new sites throughout LondonHired the board and oversaw the transition to facilitate my exit.MJT Holdings Ltd mjtholdings.co.ukHigh quality, design-led event caterers. t3m carried out extensive due diligence on this underperforming business, formulated a strategic plan and worked alongside the stakeholders to ensure accountability. Hired a managing director and oversaw the transition to facilitate my exit.EMAP – Worth Global Style Network Ltd Japanwgsn.comAfter the acquisition of the core WGSN business I was retained to oversee the transition including setting up a Tokyo content, sales and management team leading to the opening of a Tokyo office and the launch of a Japanese version of WGSN creating a new revenue stream.

A global online research, trend analysis and news service for the fashion and style industries. A venture capital supported start up I was employed to review and deliver a new global sales strategy:Board member with responsibility for sales and investor relations.Introduced new pricing model.Integrated business and sales procedures and reporting.Restructured company overhead to reduce burn rate.Reviewed and introduced revenue model and new revenue channels.Took annual revenues from £2 million to £25 million in 4 years.Established a 90% client renewal rate.Introduced reporting systems to ensuring learning and best practices were shared.Opened offices in specific satellite selling locations: Europe, France, Germany, Italy, Spain and Turkey. USA, New York, San Francisco. Asia Pacific, Hong Kong, Japan. Australia India.Played an integral part of the due diligence team, which secured the £147.5 million exit sale to EMAP. Worked in integration team for EMAP through to 2007.

Global clothing and textile manufacturer.Employed to re engineer and re focus their Ladies Wear contract business. The challenge was to assess how to immediately return the division to profit after a down turn in orders.I concentrated on an overhead and capacity reduction programme with a target of 6 months and £4 million saving (original £22 million overhead). This was achieved in 5 months returning the division back to profit. Then focused on Design, Technology and Sales tasking them to reinvent the product profile and offer. The key drivers to the turnaround were improved product offer and migrating manufacturing to low cost bases off shore.All was achieved in the time scale and the company returned to profit and improved its order book by 20%.

Global clothing and textile manufacturer.Joined as factory manager - quickly promoted to senior logistics roles: achievements were, improved cost and efficiency of manufacture, improved product quality and customer/employee relations, installed focused critical path management systems with new improved thinking on supplier relationships, developed a template of supply chain management coupled with the Balanced Score Card approach.Became Sales Director. My team improved the turnover by 25% over a three-year period.Made Managing Director and then CEO of the Ladies Wear and Children’s Wear businesses. Here the task was merging multiple small businesses with different working cultures and skills into one cost base refocused in cost/product and profitability. The result was a customer focused profitable £120million business based in the UK with manufacturing in the UK North Africa and Asia.